Blog from Trafo Baden

Continue to unlock the Secrets to Events with our A-Z Series on Event Planning.

In this edition, we explore the essential role of Internal Comms (Event Team) and how it can make or break your event's success. Discover practical tips for keeping your team aligned, using real-time communication tools, and ensuring smooth operations before, during, and after the event. Learn how effective internal communication within your Event Team can lead to flawless execution and a great experience for your attendees.

Read blogpost here

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by  Eva Finseth, Chair IMA Norway.

I heard him speaking quickly in English with an Italian accent, trying to decipher what he was saying. I was totally lost.

As a PA and Business Management Coordinator, I was in my first management meeting, taking minutes in my new job. It didn’t help that he was using jargon and abbreviations I had never heard before. In fact, I didn’t know much about the industry I had just started working in. Adding language barriers and cultural differences into the mix didn’t exactly help. Have you ever experienced the same?

Many believe working as a PA/EA is something you can do anywhere because the tasks are the same. But is that really true?

Can you jump into a new role like that and work as if nothing has changed? Maybe if you’re an accountant, that might be the case - you don't necessarily need to know about the industry to do your job. But in today's world, I wouldn’t say an EA can perform effectively without first understanding the industry. How can we help our leader(s) without that knowledge? I can’t write good minutes without knowing what I’m writing about. I can’t help decide what is important for my boss until I understand why it is important.

To be able to do that, I need to learn about the industry I’m working in, the market, the stakeholders, the customers, trends, and finances. It’s no longer just about coordinating travel or handling typical secretarial tasks. It’s so much more!

Right now, I am working hard to immerse myself in learning about the industry. As I begin to understand the discussions in meetings, my confidence grows. I can anticipate my boss’s needs, provide valuable insights, and even suggest strategies that are appreciated by the team. I become more than just an assistant; I become a trusted partner in the business.

This transformation doesn’t happen overnight. It requires a lot of effort, curiosity, and dedication. I’m trying to read industry reports, attend webinars, and network with industry professionals. The more I learn, the more I realize how critical knowledge is in our profession.

As EA/PAs, we have a unique position that allows us to be the linchpin between various departments and leaders. We can bring immense value to our organizations by being proactive, knowledgeable, and strategic. Our roles have evolved from being mere administrative support to being integral parts of the leadership team.

It’s time we take pride in our roles and push for the recognition we deserve. We are not just assistants; we are essential to the smooth operation and success of our companies. So, let’s embrace this evolution and continue to strive for excellence.

Have you faced similar challenges in your role as a PA/EA?

How did you overcome them, and what steps did you take to elevate your position within your organization?

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Today's article is penned by Eva Finseth, Personal Assistant at Stack Infrastructure and chair of IMA Norway.

The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author.

This article is part of a series of articles published on our LinkedIn account by guest writers. Today's article was written by Julia Schmidt, Executive Assistant and member of IMA Norway. 

I am constantly seeking new opportunities to learn and expand my skill set. To be effective in my role as an Executive Support Professional, I need to stay ahead of the game. 

New skills take work; they require dedicated time, effort, and investment. In pursuing reskilling, relearning, and preparing to work alongside emerging technologies, we must acknowledge that the learning journey will be challenging, disruptive, and rewarding. So, how can you wisely create a skill-learning strategy that ensures you are ready for both the present and the future of work?   

In my experience, half of my skill and knowledge development comes from on-the-job experiences, combined with a strong determination and the ability to allocate time specifically for learning. I often set aside dedicated time slots in my calendar for skills development, in the same way as I can find "impossible" available time slots in my manager's calendar when necessary. Creating time in our own busy schedules often requires sacrificing, condensing or delegating other tasks.  

I recall when I decided to improve my Spanish language skills many years ago. I adjusted my daily habits, going to bed earlier and waking up at five o'clock every morning for three months. This 60-minute daily extra time in my routine earned me high proficiency in Spanish and a certification which later led to me obtaining my first permanent long-term job in Norway. 

More recently, when I sought to enhance my technology skills, I enrolled in a Prompt Engineering course online. To complete the course on time, I studied for 90 minutes each weekday evening and dedicated four hours on weekends. After three weeks, I had a new certification and skill added to my portfolio.   

We all know that time is perishable: what we lose, we can't regain. But time can also be flexible, if we can manage to adjust our schedules to allocate time for our ambitions. 

If time isn't the obstacle to acquiring new skills, what else could hinder the process? For some of us, it could be procrastination, poor coaching or guidance, a lack of self-motivation, or even incorrect estimation of the actual time required. Additionally, those with young children and significant home responsibilities may find it particularly challenging to balance career up-skilling with their other commitments. All of these obstacles can be overcome.  

So, do you have a burning desire to learn new skills?   

Then take control of your professional growth today. Identify a skill you are passionate about, carve out dedicated time in your schedule, and pursue your learning journey with determination. Remember, the investment you make in yourself now will pay dividends in your future career. 

This article is penned by Julia Schmidt, Executive Assistant and member of IMA Norway. 

The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author. 

Blog from Trafo Baden

Welcome to our A-Z series on event planning, where we're exploring the world of crafting unforgettable experiences for your guests.

Today, let's look into "G" for Guest List and how managing your attendees can truly elevate your business event game.

Read blogpost here

This article is part of a series of articles published on our LinkedIn account by guest writers. Today's article was written by Andrea Kömöcz IMA Norway.

"You should have been an active participant instead of just staying in the background. You worked hard behind the scenes; you should have enjoyed the event, too."

Recently, after a big professional event that I helped organize, I received this eye-opening feedback.

This feedback really hit home.

Too often, we, as management assistants, make ourselves invisible. We focus on the logistics, the seamless execution of plans, and ensuring everyone else's needs are met, often at the expense of our own visibility and recognition.

We might think we don't deserve the spotlight, that we are not on the same level as other professionals because we are "just organizing."

But why should we remain hidden? Aren't we integral to the success of each accomplishment?

Our roles demand skills in management, attention to detail, and initiative that many top executives rely on daily.

It's time for a shift in perspective. It’s time we step out of the shadows with pride.

We need to be visible, show our contributions, and take pride in our achievements. We did this—and we deserve recognition!

If we want the role of executive assistants to be recognized as the professional powerhouse it truly is, those of us who bear the title must lead the change. We must step out, not just at events, but in every aspect of our professional lives.

Show up not just as supporters but as key players. Make your voice heard, share your ideas, and show how valuable you are.

So, I challenge my fellow EAs: next time, don’t just facilitate – participate.

Claim your space.

Be seen.

Be proud.

You are not just organizing; you are making things happen.

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This article is penned by Andrea Kömöcz, Management Support at Equinor and member of IMA Norway.

The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author.

This article is part of a series of articles published on our LinkedIn account by guest writers. Today's article was written by Andrea Kömöcz IMA Norway.

As executive and management assistants, we often find ourselves in the service of others, constantly striving to be helpful and to please. We naturally go the extra mile, driven by our dedication to support and facilitate.

In our roles as executive and management assistants, we're wired to be helpers—to assist, facilitate, and enable. It's part of our job description to ensure everything runs smoothly and everyone is supported.

However, our eagerness to assist can sometimes lead us to take on too much. Have you ever felt overwhelmed, finding yourself on the edge of burnout? How is that helpful to us or the companies we serve?

Setting boundaries is crucial, not just for our well-being but for maintaining our effectiveness. It's about managing our workload so we can handle our responsibilities without compromising our health.

I know saying "no" can be tough; I struggle with it too.

At a recent time-management course, I received some game-changing advice from a seasoned expert, Ingrid Dietrichson. She suggested, "Before you respond to any request, give yourself two hours. Whether it's a work task or a personal favor, taking this time helps you evaluate if it aligns with your priorities."

And remember, if someone demands an immediate answer because 'it's urgent,' consider that a red flag. Chances are it’s a demand, not a request—and that’s a situation where saying "no" is not only justified but advised.

Very few things are as urgent as they seem, but your health and well-being? They are always the most important.

So, next time you're asked to do something, take a moment. Reflect. Does it fit with your priorities?

If not, IT IS OKAY to say no. Protecting your time is protecting your health, and that’s something we can't afford to overlook.

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This article is penned by Andrea Kömöcz, Management Support at Equinor and member of IMA Norway.

The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author.

This article is part of a series of articles published on our LinkedIn account by guest writers. Today's article was written by Eva Finseth, Chair IMA Norway. 

I didn’t expect those words.

A month ago, I had my first meeting with my new boss. I was a little nervous because I was now a PA to a leader who isn’t Norwegian. He doesn’t even live in Norway. He lives in Italy. I hadn’t chosen him; I was selected in the new company restructure. The very first thing he said to me was that he trusted me from the start.

I felt an immense sense of relief.

Trust isn’t always a given. In Nordic culture, it’s common to start with 100% trust. In many cultures, you start with 0% trust and earn it. You need to deserve it.

Trust is personal. I may trust you, but you may not trust me in return, or vice versa. It’s a complex human experience, yet one of the most important elements of a successful EA and CEO partnership.

If trust is absent between the EA and CEO, it can adversely affect the organization. If trust is absent between two individuals who work as closely as a CEO and EA do, then how might that look to the rest of the organization?

I’ll answer for you: not great.

As an EA, you need trust from both sides: from your CEO and from your organization. Without trust, your effectiveness diminishes, and your role becomes harder to navigate.

Building and maintaining trust involves clear communication, reliability, and a proactive approach.

So how do you maintain trust?

Brené Brown addresses this in "Atlas of the Heart". Outlining 7 elements of trust, captured in the acronym BRAVING, that provide a comprehensive framework to build and maintain trust:

Boundaries: Ensure boundaries are clearly outlined and respected. If boundaries are unclear, ask. Disregarding boundaries can severely damage trust.

Reliability: Do what you say you’re going to do. Show up consistently and predictably. Reliability builds credibility.

Accountability: Take ownership of your role and responsibilities. Own your mistakes, apologize, and make amends. Mutual accountability strengthens the partnership.

Vault: Maintain confidentiality. Be the vault for your CEO and vice versa. Trust can only be built if sensitive information is kept confidential.

Integrity: Choose what is right over what is comfortable or easy. Align your actions with your values. Integrity is crucial for building trust.

Nonjudgment: Be able to ask for what you need and offer the same to others without judgment. Discussing boundaries and burnout openly can prevent resentment and toxicity.

Generosity: Extend generous interpretations of intentions and actions. Approach situations with curiosity, not judgment. Generosity fosters a positive and trusting environment.

With a common framework for trust, you can discuss with colleagues and CEO what areas need work to build more trust.

Have you faced challenges in building trust in your role? How did you overcome them?

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This article is penned by Eva Finseth, Personal Assistant at Stack Infrastructure and Chair of IMA Norway.

The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author.

This is an article from our gold partner iBabs

Board meetings are the lifeblood of a successful business. They shape the future strategy of the company, the unique approach to execution, and the response to up and coming risks. Unfortunately, in many cases, board meetings are not as productive as they could (and should) be.

As recently as 2019, strategy experts Ernst & Young found that more than a third of corporate leaders felt that developing “better engagement around strategy development and monitoring of strategic execution” was still the biggest challenge they faced. This shows why companies need to make the most of the opportunities they have when they convene the board together. 

Read the entire article here

This is an article from our partner Assist-Me.

In the fast-paced global world, the role of the Personal Assistant (PA) is dramatically evolving, transcending traditional boundaries and becoming an essential game changer in professional and personal spheres. Personal Assistants are now crucial strategic partners empowering C-Level Executives, Private Individuals, and Families with tailored support and unique solutions across international landscapes.

The transformation into this role began 25 years ago when Ingrid and Daniella, former Executive Assistants, stepped into an entrepreneurial journey, leveraging their experiences to serve a diverse clientele both domestically and internationally. Their journey has been marked by forging strong international networks, which are now instrumental in enhancing the capabilities of PAs worldwide.

A-Me, the platform founded by Ingrid and Daniella, is at the forefront of this transformation, viewing PAs as Local Strategic Partners who navigate complex global demands. This vision is executed through a network that not only enhances the professional skills of PAs but also enriches their personal growth and entrepreneurial spirit. At A-Me, PAs are empowered to manage their agendas, tasks, and income, connecting with exceptional international clients and expanding their professional horizons to become the PA Gamechanger.

The service range at A-Me is extensive, from organizing bespoke travel experiences to crafting unique local holidays and events, all tailored to meet the sophisticated needs of Busy Wealthy People (BWP). This approach ensures that PAs provide unparalleled support and personalized attention, making every interaction worthwhile to their indispensable role in the global service industry.

As the PA profession continues to evolve, their role is no longer just supportive—it is strategically transformative, making PAs integral to shaping the future of top-tier global services. For those looking to redefine their professional journey and excel beyond traditional roles, A-Me presents a golden opportunity to become game changers in a truly international setting.

Want to join this revolutionary platform, visit www.a-me.nl 

An article from our gold partner iBabs

Robert’s Rules of Order, also known as Robert’s Rules or RONR come from a book written by Henry Martyn Robert. Originally published in 1876, there have been 12 editions since with the latest up to date version published in September 2020. Henry Robert himself completed the fourth revised edition before his death in 1923.

The procedures in this manual were created to conduct orderly parliamentary meetings and considering the rights of:

• The majority
• The minority (especially if bigger than a third)
• Individual members
• Absentee members
• All groups together

Today, RONR is the most commonly-used book on parliamentary procedure in the United States, gaining more and more popularity all around the world.

...

What are Robert’s Rules of Order?

Generally speaking, RONR is a set of strictly defined procedures that can be applied to many meeting situations. The premise is that a chairperson allows everyone to voice their opinions, and everyone is seen, heard and considered. 

As the 11th edition of RONR says,

 "The application of parliamentary law is the best method yet devised to enable assemblies of any size, with due regard for every member’s opinion, to arrive at the general will on the maximum number of questions of varying complexity in a minimum amount of time and under all kinds of internal climate ranging from total harmony to hardened or impassioned division of opinion."

Today, Robert’s Rules are used for:

• Parliamentary rules and proper procedures
• Bringing discussions to closure
• Making informed decisions in a formal setting
• Dispute resolution

These can be applied to most meeting situations from PTAs to large-scale board meetings.

Read the entire article here